Pretend you are in an executive meeting at a financial services company. The CEO and CFO talked about a trade show/conference that they went to last week. One idea that the CEO and CFO picked up was adopting the SDLC (Software Development Life Cycle) as the organization's project management method. They felt that the company had a poor record of acquiring and installing IT systems. The CFO pointed that a recent document management system cost 40% more and took 3 months longer than expected. The delay resulted in higher costs, lower productivity and frustrated customers. Thus, he said the SDLC promises a way to ensure on-time, on-budget and quality IT projects. "We are leading financial services company in this country. But we'll quicky lose business if our IT projects continue to turn into disasters. The SDLC seems to be the best method to go," said the CEO. Several managers, however, argued that the SDLC is not a project management methodology. that the CEO and CFO were looking for. The SDLC is a structured, systematic process to deliver software products; not IT projects. The latter is the role of methods such as the Project Management Body of Knowledge (PMBOK) from the